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28 26 / / / 2009 Chatterjee.P., (2012), The role of varying information quantity in ads on immediate and enduring cross-media synergies., Journal of Marketing Communications. Vol.18,No3.July Simberova.I.,(2010), Synergy in marketing management-challenge for innovation of industrial company offer. Economic & Management Ghannay.J. and Mamlouk.Z (2012), Synergy between competitive intelligence and knowledge management-a key for competitive advantage. Journal of intelligence studies in business W.Chan Kim and Renee Mauborgne Blue Ocean Strategy, Harvard Business School Press, (, 2015 ) Christensen, C. M. and M. E. Raynor, The Innovator s Solution: Creating and Sustaining Successful Growth, Boston, MA: Harvard Business School Press, (, 2003 ) 30 (2014) JR gazette R.K.Yin.(1994),Case Study Research, Sage Publications, ( )

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31 36 (2014) 37 (2000) 1 Chatterjee.P(2012),. The role of varying information quantity in ads on immediate and enduring cross-media synergies, Journal of Marketing Communications 18(3), Christensen, C. M. and M. E. Raynor, The Innovator s Solution: Creating and Sustaining Successful Growth, Boston, MA: Harvard Business School Press, (, 2003) 3 Chunxia.Y&Wong,T.N(2014), A supplier pre-selection model for multiple products with synergy effect, International Journal of Production Research 52(17), Flynn,B.B & Flynn,E.J(2005), Synergies between supply chain management and quality management:emerging implications, International Journal of Production Research 43(16), Ghannay.J.C&Mamlouk.Z.B.A(2012), Synergy Between Competitive Intelligence and Knowledge Management a key for Competitive Advantage, Journal of Intelligence of studies in Business 2, Goold, M. Andrew, C.(1998). Desperately Seeking Synergy, Harvard Business Review, 76(5), ( Harvard Business Review 27(8), , 2002) 7 James, G. M. (1991), Organizational Consultants and Organizational Research, Journal of Applied Communication Research James, G. M. (1991), How Decisions Happen in Organizations, Human-Computer Interaction, 6(2), James, G. M. (1991), Exploration and exploitation in organizational learning, Organization Science 2(1), James, G. M. (1991), Learning from samples of one or fewer, Organization science 2(1) Liao.Z&Greenfield,P.F(2000), The synergy of corporate R&D and competitive strategies, The Journal of High Technology Management Research 11(1), R.K.Yin.(1994),Case Study Research, Sage Publications.( ) 13 Simberova.I(2010), Synergy in marketing management challenge for innovation of industrial company offer, Economics&Management 1, W.Chan Kim and Renee Mauborgne Blue Ocean Strategy, Harvard Business School Press(, 2015) 1 (2008) 89

32 41(10) (2015) BP (1790) (2016) (2012) 60(23) (2012) KPI 21(6) (2011) (2009) (1517) (2010) (2009) 12 (2010) (674) (2016) by AERA 14 (1986) (2012) Works 18(5) (2003) 17 (2002) (2011) 59(7) ( ) ( ) 16(7)

33 Abstract It is one of the urgent and important issues to create new businesses in the established companies, because they face problems from maturity of their main and core business. However it is not so easy for them to introduce a new business successfully. They have to overcome many barriers when they transfer their accumulated resources from the established business to a new one and utilize them effectively, which requires changes in the established business system that often lead to conflicts inside their organization. The long-lived company has the strength in its resources based on its long history, but sometimes the history produces inflexibility that obstructs changes in business system. The authors focus three obstacles the long-lived company faces when it introduces a new business. The first one is a barrier in interpretation of the established resources for utilization in a new business. It is difficult for members in core business to evaluate them from a new perspective. The second one is a tall wall between the core and new businesses. The influential core business members seek best solutions for them not for a newly born business unit. The time consciousness for the core business members is shorter than that of new one, so that it is unavoidable to achieve balance between short term stances for utilizing the resources and long term ones for searching a new opportunity using them. The third one is a market barrier when the company brings out its new product to an unfamiliar new market. The case studies elicit hypothesis how to overcome the three obstacles in the process of creating a new business under the strong core business. 91

Blue Ocean Strategy W. Chan Kim A. Mauborgne INSEAD INSEAD Production and Operations Management PhD Value Innovation Kim & Mauborgne, 1997

Blue Ocean Strategy W. Chan Kim A. Mauborgne INSEAD INSEAD Production and Operations Management PhD Value Innovation Kim & Mauborgne, 1997 Title Author(s) Kobe University Repository : Kernel ブルーオーシャン戦略論の有効性 : 日本企業における事例研究 (Validity of Blue Ocean Strategy : A Case Study of Japanese Companies) 島田, 智明 Citation 国民経済雑誌,199(6):77-95 Issue date